During this meeting, you guide the group through a series of questions that examine everyone`s preferences and expectations. Then you work together to establish your team agreement. A working agreement can be established in a single meeting, even in just 30 minutes. Ask the team to be ready for the idea, then discuss each idea and whether it should be added to the agreement. In the end, you`re ready to go! By defining and agreeing on the expected behaviours for all team members, we are able to reduce behavioral problems. Good practices promoted by the agreement eventually become habits that move the team forward, while bad habits are eliminated. And to finish the meeting and exercise, I go through a check-out and ask the team to take turns answering the question: “Which ball in the work agreement will make the biggest difference in your opinion? Which one is your personal favorite? Work agreements can help align a team with expectations. It is the journey of a culturally diverse and distributed team that has learned to discover hidden obstacles to create a better working environment for itself. By drilling themselves, they reached a moment of “ha” that helped them align and work together, and they developed work arrangements that unite them. I ask these questions to ensure that everyone has a better understanding and understanding of what it would mean to have the ball in the labour agreement. A work agreement is a short series of policies developed by the team for the team that define the team`s expectations.
A well-written agreement should help create and strengthen a clear and shared understanding of all team members about what they recognize as good behaviour and for good communication. It is generally referred to as a single “work agreement,” but in reality it consists of many individual agreements for each subject or subject. Table 2. Questions that were answered by the team to arrive at a Kelli work agreement, our PO said: “We were, we were unknown, stripped exactly the people we depended so much on basic amenities. Once we were able to get clarity from teammates who were tooth and nail, we were able not only to be more accommodating, but also to build a certain degree of confidence. We were able to complete part of the work time to counter the movement of women and allow the use of the canteen. This also in the month following the meeting of the employment contract, which leads the team to show up on time. Trust needs a lot of time to build. I would say that this day is the basis of a closer working relationship that develops to very tight in the course of 8 months.
I would say that the biggest success factor in the ongoing relationship with the Indian team has been to humanize it. After that meeting and over time, we began to engage on a deeper level, to generate a personal interest in them and to ask them what their weekend was like and what they were doing to celebrate the feast of X.